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20121205
20121213
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discussion which gets to the base of the transparency, patient outcomes, choice and patient in the government. i have lived in d.c. for a while, and i know politicians are not going to fix health care. we doctors are not going to do it. the insurance companies are not going to do it. it's great to be the patient. we have to give them good information. 60% of new yorkers are looking at new restaurants, track records before they go there. why do they have to walk in national health care blind about what the hospital section is for the bounce back rate or how many operations the do or how many operations they do. if you have lyme disease and want to go to a hospital, that is -- you are the only case in five years that the scene or do you want to go to a hospital that treats 50 cases a year? these are basic things the public demands and in any other industry i think that we can provide these things in health care through more transparency. >> host: so that leads me to the -- use the term fred flintstones care in your book. talk a little bit more about that. and what are your thoughts about how th
out these concerns are followed by just not available to the public. the government issues the survey on their website as a free download. it collects but there is accountability -- no accountability. but doctors and nurses will say when the team work is good everybody is happy. vendors turnover rate is low, they feel they own the care better, a better place to work. with mine near mess i described the book when i harmed a patient from a mistake that i made in day almost operated and the nurse spoke up that is a save the patient having the of wrong side procedure. the day was crazy busy going back-and-forth with the ico the team dropped the patient and they prep to the wrong side but had catastrophic consequences. then realized it is a team sport. more and more nurses say with the surgery boards and to have disruptive behavior of the last three months. and lot of it starts with the respective your leaders 87 so the work that you did so i am struck by the examples list the members of the team and you describe boyd in your book. what past have been for that to become more common? with t
are being followed and tracked, they're just not available the public. the government even issues a survey on its web site. its makes it available for a free download for hospitals and it collects a lot of the information, yet there's no real accountability around that. that's one simple thing we can do differently. but often times when i talk to docs and nurses, they will say that when the teamwork is good here, everybody is happy. when the nurse turnover rates are low, that is, nurses are quitting and being hired at other institutions -- when the turnover rate is low, that's just feel they own the care better. it's a better place to work. and i had my near miss, if you will, and i described in the book, a time when i harmed a patient with a mistake i made. i described a time when i almost operated on the wrong side. >> the nurse spoke up. >> guest: the nurse spoke up and that's what saved the patient having the wrong site procedure. i remember the day. it was crazy busy. i was shuttling from the icu to deal with a quick emergency, came back to the operating room, our team had sort of pre
Search Results 0 to 2 of about 3